Here in the Hogan marketing department, we spend quite a bit of time talking about the dark side of personality – the way people experience us when we are at our worst.

There are three reasons for this:

First, we were the first, and remain the only personality assessment provider that deals with dark side personality characteristics.

Second, derailment, the often-disastrous, sometimes headline-worthy result of succumbing to your dark side tendencies, is the most demonstrable example of personality’s effect on our lives.

Finally, every now and then, the particular manner in which someone derails is downright hilarious. Like in the case of the Winnebago Man.

Winnebago Man is a (sort of) censored version of an outtake reel from a 1980s Winnebago infomercial. The seven-plus-minute clip features RV salesman Jack Rebney having a profanity-laden on-the-job meltdown that became so famous, it inspired an award-winning documentary.

Watch at your own risk.

Bullying is a topic that has been widely covered in the news recently. Schools are instituting and actively enforcing policies against bullying to prevent physical and psychological distress against those being bullied. Although we most frequently think of bullying in a school context, this sort of hair pulling, name calling, and harassing behavior is not limited to the elementary school playground or the high school locker room.

Bullies are everywhere, in academic settings and the corporate world alike. Why? Because those bullies who made fun of us on the playgrounds eventually grow up and learn to use their influence and intimidation tactics to make their way into the corporate world, and often to the top of the corporate ladder. Eventually, the hair pulling and name calling from childhood manifests itself as corporate bullies using emotion and aggressiveness to get their way and potentially make others feel ignorant as a means to win power over others.

A 2009 Forbes.com article by Nicole Perlroth provides an interesting commentary of the bullies in the C-Suite and in Hollywood. In her article, Nicole discusses two types of bullies: 1) the yelling, screaming, likes to see people squirm bully, and 2) the “I’m doing this for your own good” bully who uses emotion and aggression to both protect and demand performance from others. The interesting thing that both types of bullies have in common, especially in the corporate world, is that they get results. Martha Stewart’s perfectionistic, demanding, and micromanaging style is likely perceived by others as bully-like in nature. However, her ability to push people to their limits and demand perfection also commands loyalty from those who survive the tough work environment. It also allowed her business to continue growing rapidly while she was in prison. The late Steve Jobs is another example of bullying behavior that drove success. His creative, emotional, and at times condescending style created greatness, but at what cost and to whom?

These individuals are great examples of what often gets you to the top, may cause you to fail, or in Hogan terms, derail. Although both Martha Stewart and Steve Jobs were and in Martha’s case continue to be wildly successful, there is a cost. Whether it is in the form of brand image, personal reputation, or the trail of bodies that often follows these individuals whose strong and abrasive interpersonal style may destroy others.

Confidence, aggressiveness, and the ability to set high expectations are critical characteristics in successful leaders; however the way these behaviors are perceived by others is what ultimately distinguishes a great leader from a corporate bully. Awareness of the impact one’s behaviors has on others is the key to success in the corporate world and the elementary school playground alike.

The bottom line: It’s important to recognize the intention and the impact our behavior has on others because name calling and temper tantrums can only get us so far. If we don’t pay attention to and modify these behaviors we may find ourselves a captain without a team – kickball, dodge ball, or executive.

I recently listened to a talk given by Greg Barnett, one of Hogan’s veteran consultants and our Director of Product Development, about the importance of defining a strong leadership brand. The concept of an individual leadership brand departs from our conventional understanding of branding from an organizational standpoint. For example, consider the brand that Apple computers has created; the exemplars of innovation, elegant simplicity, and sleek, modern, technology. Now consider the individual leadership brand that Steve Jobs created – in many ways, his personality embodies many of the same qualities of Apple’s brand – Jobs is hailed as an innovative, creative genius who changed the world with his brilliance and innovation. Even his physical image aligned with Apple’s brand – sleek, simple, and timeless with a modern slant.

So, what does a strong leadership brand get you? To cite Barnett, developing a strong leadership brand can earn friends, fans, and followers – and not just the kind you get on Facebook or Twitter. It defines your identity and distinctiveness, communicates what value you bring to the table, and provides focus and direction to guide leadership efforts. It also insulates you from your shortcomings and mistakes.

A strong, consistent brand creates a kind of umbrella, so-to-speak, that defines you as a leader and makes your day-to-day actions (and blunders) less relevant. For example, consider the legacy left behind by Bill Clinton; despite his well-publicized lapses in judgment and abuse of political power, he remains a beloved American president who is remembered for leading our nation through one of the most prosperous decades in U.S. History. Although President Clinton withstood some harsh criticism and mockery, his overall image, strong leadership brand, and arguably his charm, helped cushion these blows and preserve his overall reputation and contributions in the hearts, minds, and history books of the American people. By contrast, Howard Dean’s brand image was not strong enough to save him from his “I have a scream…” speech, which sealed his fate forever as a volatile lunatic unfit for presidential office.

However, no matter how magnetic, impactful, or authentic the leadership brand, all human beings have a dark side – a kind of shadow that follows you around, lurking in the peripheral, with the potential to emerge in times of stress, pressure, novelty, or boredom. This is what Hogan refers to as leadership derailment, wherein our personality characteristics betray us, degrade our success, and generally send us on a fast train to nowhere. Our shadow is particularly dangerous because it tends to lie beyond the reach of our awareness, but is highly apparent to those around us.

In the wake of Jobs’ premature passing, his strong leadership brand permits his fans and followers to remember him fondly for his brilliant contributions to the world, his insistence on quality, and the legacy he leaves behind him at Apple. Nobody is highlighting his failures, setbacks, or well-known dark side. Well, almost nobody…

In a scathing post-mortem commentary titled What Everyone is Too Polite to Say About Steve Jobs, Gawker’s Ryan Tate points out some elements of Steve Jobs’ shadow. Some have described him as a ruthless tyrant who inspired fear among his ranks with his hostility, unpredictable temperament, humiliation tactics, and harsh censorship practices. Yet, in the aftermath of Jobs’ death, he is still heralded as a prodigy, a strategic genius, and a gifted innovator who changed the technological landscape forever. Only history will be able to tell us which version of Jobs lives in the collective public memory – the genius, or his shadow? Was his brand strong enough to fend off the smudge that his shadow left on an otherwise pristine career?

In listening to Greg’s talk, he posed some powerful questions that are still rattling around persistently in my own head many days later: What defines your leadership brand? What do you stand for? What do people say about you when you’re not around?

People have a difficult time answering these questions honestly because human beings are masters of self-deception. Our clever minds and defensive egos do a phenomenal job of protecting us from the truth, as do the people around us who shield us from the painful reality that we are not perfect. We receive feedback from our peers and loved ones in the form of sugar-coated rubber bullets that contain a shred of truth, but do little to help us become truly self-aware.

It is worth reflecting on the unintended consequences that your shadow can have on your brand reputation and ultimate success. If you get to know your shadow, you arm yourself with the self-awareness needed to manage your dark side, prevent derailment, and create a true leadership brand that is authentic, high-quality, and differentiates you from others.
 

Understanding the dynamics of a team is critical to successful goal attainment. What does the team value? What drives the team members and sets them up for success, and more importantly, what derailment obstacles may they encounter? 

A couple of weeks ago, I had the opportunity to experience the power of collaboration in action. Every year, Oklahoma City hosts a marathon in honor of those who lost their lives in the 1995 bombing of the Alfred P. Murrah Federal Building. The 2011 race marked the 11th annual marathon event, which includes everything from 5k races to the full marathon and even a marathon relay. This year, I participated in the marathon relay with an amazing group of women. We called ourselves the Derailing Divas because over the course of 26.2 miles with six driven, socially self-confident, and engaging women there is bound to be a little derailment going on. Although the relay consisted of five legs, the Derailing Divas had six team members. The sixth, The Coach, ran the half marathon and served as the running expert for our team.

The race is not something that the Divas will forget anytime soon. As we left our hotel at 5:30am on Sunday May 1st, the sky was dark and cloudy. Within minutes of arriving at the race site, thunder and lightning came crashing around us and so did the rain…torrential rain. Visions of a beautiful and sunny race day quickly faded, but with these dreary conditions, the Divas’ determination increased.

After a 30 minute delay, I walked to the starting line with The Coach. As we worked our way through the thousands of runners to find our place on the wet pavement, a sense of urgency (HPI Adjustment) and fear of potential failure (HDS Cautious) emerged. Would we be able to complete the relay in these conditions? Am I going to let my team down if I run slower in the rain? In that moment of self-doubt something amazing happened -- the race started and as thousands of runners made their way past the memorial, the crowd began to cheer. It was at this point that I realized that the race wasn’t about my time; it was about our team goal to finish the race with a sense of pride for the cause, to have a fun, and persevere despite the weather.

As I started the last mile of my 6-mile leg, my shoes and clothes were soaked, and I was ready to throw in the wet towel. Then I started thinking about our team and the fact that the other Derailing Divas were waiting on me. I began running faster and met The Navigator at the relay station. She greeted me enthusiastically and took off to continue the race. The Navigator eventually met up with The Timekeeper, and as the race progressed, we continued to run faster. When The Timekeeper met The Networker she received updates on everyone’s progress and the weather conditions. On the final transition, The Finisher took the baton and ran with heart and determination to finish the race despite wind, rain, and hail.

When the race was complete, the Derailing Divas had a celebratory lunch and shared stories of their experiences throughout the day. I’m not sure if it was our competitive drive (HPI Ambition) or sensitivity to our teammates’ emotions (HPI Interpersonal Sensitivity) that pushed us to persevere and exceed our own expectations, but the Derailing Divas succeeded. We completed the race 30 minutes faster than we anticipated! The Derailing Divas’ success was impacted by a number of things, but most of all we were successful because we shared a few things in common. The Divas are driven and competitive (HPI Ambition), collaborative and sensitive to others needs (HPI Interpersonal Sensitivity and MVPI Affiliation), and like to have fun and tell a good story (MVPI Hedonism and HDS Colorful).  I would certainly be willing to run a race with these Divas again, only next time I hope for a little more sunshine!
 

I recently flipped on the news to find Donald Trump on an episode of CNN’s State of the Union with Candy Crowley discussing the fact that he has risen to a top contender in the polls for the next republican presidential nominee.

Why is Donald Trump considering a presidential bid in the 2012 election? When asked, he replied, “I wish I didn't have to do it. I would prefer not doing it. But I love this country…I will tell you, I am giving it serious, serious thought.”

I was immediately struck by the boldness of this statement – it was his obligation to save America from itself, and the US would simply be lost without his guidance. He would prefer not to be president, but his undying love for the red, white, and blue has driven him to seriously, seriously consider taking office.

Trump is well known for his bravado – he refers to himself as “The Donald” – but these statements take it to a whole new level.

After the interview ended, I did some more research and learned that Trump spoke at an April 16 Tea Party rally in Boca Raton, Florida. There, he elaborated on this boldness, suggesting that his superior business skills qualify him to run one of the most powerful countries in the world: "We need people that win. We don't need people that lose all the time. I've beaten many people and companies, and I've won many wars. I...earned many, many billions of dollars. It's both a scorecard and an acknowledgment of certain abilities.”

In an ABC interview, Trump quipped, "Part of the beauty of me is that I'm very rich…That's a huge advantage. I must tell you, that's a huge advantage over the other candidates.”

When asked about how he measures up to potential opponent Mitt Romney, he replied, "I have a much bigger net worth… I'm a much bigger businessman. I mean my net worth is many, many, many times Mitt Romney's."

In these statements, Trump reveals an intensely competitive nature, a hunger for power and status, and a viewpoint that promotes financial success as a way to keep score. He also demonstrates a belief that emphatically repeating or restating your words is an effective influence tactic. Many, many, many times more effective than his opponents’ techniques.

Hogan enthusiasts and coaches are already mentally plotting Trump’s scores on his hypothetical HDS Challenge Report. I am willing to wager that Trump would score high on the derailment scales of Mischievous, Imaginative, Bold, and Colorful…in ascending order. This is what we at Hogan refer to as the “Charismatic Cluster” of scores commonly found in leadership profiles. The positive behaviors associated with these scales involve seeming daring, visionary, confident, and energetic – characteristics that make a person seem leader-like and influential. Taken to the extreme, these scales take on a negative quality, resulting in a tendency to be impulsive, unpredictable, arrogant, and dramatic – characteristics that are distinctly Trump-like.

To be fair, The Donald isn’t the only one who exhibits these characteristics. In fact, these descriptors may apply to many of the politicians and celebrities that stand out in history. The characteristics that make them impactful and memorable are often the same ones that make them destructive and infamous.
 

I am the proud father of three children: a 4-year-old boy, a 4-year-old girl, and a 7-month-old baby girl. As you might assume, the 4-year-olds are twins. I have observed many things that have amazed me with the twins over the past 4 years. One observation was that a multitude of people, from strangers at the shopping mall to professionals with PhDs, would ask me if the boy and girl were identical. I would, of course, politely respond “no.” I wanted to say that not only did these children not result from the splitting of a single zygote, but there is a very fundamental difference between the anatomy of a boy and a girl that prevent them from being identical!

Another observation that I noticed very early on was how differently they behaved when they were upset. The children share the same family circus environment and around 50% of the same DNA, however their reactions under stress follow very consistent, yet distinctly unique, patterns. Through my work at Hogan as a consultant, I began to see clear parallels between the derailing behavior of leaders as assessed by the Hogan Development Survey (HDS) and the challenges I was facing at home as a father.

A derailer is a counterproductive tendency that, in normal circumstances, likely manifests as a strength. When we are tired, pressured, bored, or otherwise distracted, these behaviors can become overused strengths or risk factors that inhibit our effectiveness. The HDS measures 11 such risk factors. For example, leaders scoring in the high-risk zone on two of these HDS risk factors, Excitable and Diligent, are likely to struggle with a vicious cycle of behavior when under stress. They tend to be perfectionistic and typically impose high performance standards on their employees causing others to view them as demanding and nitpicky (Diligent). When employees do not meet these lofty expectations, the leader may react with emotional outbursts and become overly disappointed in others performance (Excitable). As a result, leaders might demoralize and disempower staff through moody overreactions and a refusal to delegate, which places additional pressure upon the leader to deliver results, and this increased stress level is likely to further trigger the Diligent/Excitable cycle of behaviors.

Now, I obviously cannot administer the HDS to my 4 year-old son. If I could, I would bet dollars to donuts that he would score in the high risk zone on both Excitable and Diligent. Like any leader, child, or human, my son has many wonderful aspects to his personality. He is very hardworking (loves to help his dad shovel snow, pull weeds) and his positive enthusiasm is contagious in our household. However, he has very specific and rigid expectations for his own and others behavior (Diligent) and he becomes overly upset when things don’t play out to his liking (Excitable) such that his negative emotions also set the tone for the house.

Another interesting combination of HDS factors occurs when a leader scores in the high risk zone on both Mischievous and Colorful. These leaders tend to get noticed and succeed early on through their ability to command the spotlight with outgoing and animated behavior (Colorful) and charm others with their impulsivity and excitement seeking (Mischievous). However, these behaviors can cross the line into the realm of derailment when leaders are too dramatic too often such that they manage by crisis in reaction to stress. Performance can also be inhibited when leaders invite negative attention by testing limits, taking risks, and favoring pleasure over commitments. On a smaller scale, Colorful and Mischievous are very accurate labels for my daughter. On the positive side, she is endlessly entertaining with her family room theatrical productions and already demonstrates a capability to use finesse to win others over. However, her dramatic antics are less entertaining when she reacts to a simple splinter extraction as if it were major surgery without proper anesthetic.

The real fun begins when one person’s derailers collide with the derailers of another individual. In my work life as a consultant, these derailers collide among members of work teams. In my personal life, they collide between my twins. What do you think happens when you pair one child who demands that everyone color inside the lines and gets upset when they don’t with another child who truly relishes coloring outside the lines and pushing other peoples’ buttons? Sometimes it resembles a mixed martial arts pay-per-view event. That being said, the twins also function like a little old married couple where neither individual could function without the other. I can’t wait to see what my 7-month-old eventually adds to this behavioral stew!

The Hogan leadership research tells us that most people will struggle with at least one or two derailers. So I guess that makes my children normal. The research also indicates exactly what I’ve observed in that we develop risk factors early in life while learning to deal with parents, peers, and relatives. This behavior that develops while we are young may become habitual and we may be unaware that we behave in certain ways because it’s simply the way we’ve always acted. These derailers can inhibit both individual and team performance both at work and at home. Strategic self-awareness of these potential risk factors is the critical first step for understanding our behavior and beginning to manage ourselves to get the most out of our strengths.

As I was flipping through the channels the other night, I noticed a pattern. Making my way up through the 100s of channels, I saw multiple shows featuring “clowns." These are not the kind of clowns you find at the circus or the kind of clowns that make you go, “haha,” but the kind of clowns that make you go, “meh” (or worse).

News shows, talk shows, reality shows...as I flipped through the channels, I was amazed to see people espousing ideas, behaviors, and attitudes that are generally reserved for the make-believe world of sitcoms and movie blockbusters. Their emotional outbursts, exaggerated smugness, and what can only be described as extremely poor attention-seeking strategies do attract viewers. We like to laugh at others. We like to feel an emotional charge now and then. We even like watching others make fools of themselves. And during my channel surfing, I sometimes find myself staring at the train wrecks too (several of my personal favorites come from MTV, Fox News, and MSNBC).

Sometimes the Glenn Becks, Chris Matthews, and Snookis of the world are entertaining. Not because they are intentionally funny, but because of the extreme, negative characteristics they display. I can’t imagine trying to get work done in an office space with someone who needs as much attention as Snooki or trying to reach anything resembling a compromise by Mr. Matthews. Even my ten-month-old son appears to display more emotional control than Mr. Beck. Although these people are fine in their roles, most would agree that having to interact with them day after day would take its toll (sometimes I can’t even bear it through a whole TV segment).

My personal opinions and facetiousness aside, some of these clowns’ behaviors are extreme examples of interaction styles we all encounter at work. Be it your Colorful boss, your Excitable co-worker, or your unbelievably Bold subordinate, you have met and worked with these people. Although passion, confidence, and social skills are desirable, taken to the extreme, these same characteristics will derail everyone sometime during their careers.

Luckily, we have the ability to measure individuals’ propensity to engage in these derailing behaviors. The Hogan Development Survey (HDS) allows us to be cautious about whom we hire, or to be proactive in coaching individuals who are predisposed towards certain undesirable actions (like writing a blog the night before it’s due). Knowing what could go wrong can be just as important as knowing what could go right. Remember, the next time you have to make a human capital decision, you could be dealing with “The Situation.”